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Gregory vigneaux design thinking for the end of the world


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This presentation brings together storytelling, design thinking, and complexity as it discusses approaching the difficult challenges facing Colorado’s emergency management community. Focused on problem framing, storytelling is explored as a key step in engaging with complex issues while the audience is invited to think about the stories they are currently telling about problems and consider how they might begin to craft different ones.

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Gregory vigneaux design thinking for the end of the world

  1. 1. Design Thinking for the End of the World Storytelling ● Design Thinking ● Complex Problems Gregory Vigneaux @Gregory_Vig
  2. 2. Sense-making: “How do we make sense of the world so we can act in it?” – Dave Snowden
  3. 3. Q1. How do we make sense of the problem we are trying to solve so that we can design solutions for them? Q2. How can these sense-making processes be purposefully directed at complex problems? I. Problems, Complexity, and Disaster Losses II. Design Thinking and Problem Solving III. Design Thinking, Storytelling, and Problem Identification/Framing IV. Designing for Complex Environments Questions
  4. 4. Problems “A ‘problem’ occurs only when we either do not know how to progress or our chosen way of working gets us stuck.” – Kees Dorst
  5. 5. “Disaster losses are the result of interactions among three systems and their many subsystems.” – Dennis Mileti Complex Problems Earth’s Physical System Human System Atmosphere Cryosphere Lithosphere Hydrosphere Population Culture Economics Social Class Politics Buildings Roads Public Infrastructure Housing Constructed System Community Suprasystem
  6. 6. Design Thinking as Process
  7. 7. “All that we do, almost all the time is design, for design is basic to all human activity. The planning and patterning of any act towards a desired, foreseeable end constitutes the design process.” Design Thinking as Sense-Making
  8. 8. What are the contents of the present? How would we like them to be different in the future? What will we create or how will we act to bring the desired future into being? 1. The Problem 2. The Solution 3. The Thing (e.g. Increasing propensity to incur disaster losses) (e.g. Decreasing propensity to incur disaster losses ) (e.g. Risk communication) Design Thinking as Sense-Making Through Story
  9. 9. “The world we live in is not independent from us; we literally bring it forth ourselves.” – Humberto Maturana Sense-Making Through Storytelling
  10. 10. Sense-Making Through Storytelling "This is the foundation of all language: to be able to create from nothing (the void) one thing, or state, or space that is distinct.” – John Mingers The Dynamics of Storytelling Foreground Background (Nothingness) “Thing” Boundary (Inclusion Criteria)
  11. 11. “We cannot consider life, the universe, and everything in its totality all the time. We need limits in order to say something.” –Paul Cilliers Problem/Solution/ThingEverything Stories moves us from the general to the particular
  12. 12. 1. The Problem 2. The Solution 3. The Thing Design Thinking as Sense-Making Foreground Background (Nothingness) “Thing” Boundary (Inclusion Criteria) Foreground Background (Nothingness) “Thing” Boundary (Inclusion Criteria) Foreground Background (Nothingness) “Thing” Boundary (Inclusion Criteria)
  13. 13. Earth’s Physical System Human System Atmosphere Cryosphere Lithosphere Hydrosphere Population Culture Economics Social Class Politics Buildings Roads Public Infrastructure Housing Constructed System
  14. 14. Identifying Problems WUI Fire Risk What knowledge is pertinent? What is included/excluded? What is valued? What is the focus? What is expected? Where does the problem end/begin? Who is involved?
  15. 15. “It is a misnomer to talk about "natural" disasters as if they could exist outside of the actions and decisions of human beings and their societies For instance, floods, earthquakes, and other so-called "natural" disaster agents have social consequences only because of the activities of involved communities, before, during and after the impact of a disaster.” Framing Problems
  16. 16. Telling Stories with Uncertainty “Of course, we need to reduce complexity; we need to narrow down our focus and rely on specific expectations to be capable of acting at all. However, the problem is not sticking to certain expectations, reducing complexity, or categorizing a multitude of phenomenon under one… concept. The central problem for me is whether one is prepared to give up one’s certainties when something unexpected develops.” – Humberto Maturana
  17. 17. Stories about Now “If we do not know where we would be right now if we could be wherever we wanted, how can we possibly known where we will want to be five or ten years from now?” – Russell Ackoff Stories & Time
  18. 18. Stories about the future “Transitions are radical shifts from one system configuration to another. The term radical refers to the scope of change, not its speed. [They] are long term processes (40-50 years).” – Grin, Rotmans, and Schot Stories & Time
  19. 19. “A program is a sequence of predetermined actions that must function in circumstances that allow their completion. If the external circumstances are unfavorable, the program stops or fails….For sequences situated in a stable environment, programs can be used.” “A strategy, by contrast, is an action scenario which can be modified in the light of new information or chance events as they arise. In other words, strategy is the art of working with uncertainty.” – Edgar Morin
  20. 20. Ackoff, R. L. (1999). Re-creating the corporation: A design of organizations for the 21st Century. New York, NY: Oxford University Press. Axelrod, R., & Cohen, M. D. (2000). Harnessing complexity: Organizational implications of a scientific frontier. New York, NY: Basic Books. Cilliers, P. (1998). Complexity & postmodernism: Understanding complex systems. London: Routledge. Cilliers, P. (2002). Why we cannot know complex things completely. Emergence: Complexity and Organization, 4(1/2), 77-84. Dorst, K. (2015). Frame innovation: Create new thinking by design. Cambridge, Massachusetts: MIT Press. Grin, J., Rotmans, J., Schot, J., Geels, F., & Loorbach, D. (2010). Transitions to sustainable development: New directions in the study of long-term transformative change. Oxfork, UK: Routledge. Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated. IBM Systems Journal, 42(3), 462-483. Maturana, H. (1988). Ontology of observing: The biological foundations of self-consciousness., (pp. 1-28). Retrieved from Maturana, H. R. (2000). The nature of the laws of nature. Systems Research and Behavioral Science, 17, 459-468. Maturana, H. R. (2011). Origins and implications of autopoiesis: Preface to the second edition of de máquinas y seres vivos. 6(3), 293-306. (A. Paucar- Caceres, & R. Harnden, Trans.) Maturana, H. R., & Poerksen, B. (2011). From being to doing: The origins of the biology of cognition (2nd ed.). (W. K. Koeck, & A. R. Koeck, Trans.) Kaunas, Lithuania: Carl-Auer. Meadows, D., & Sweeney, L. B. (1995). The Systems thinking playbook: Exercises to stretch and build learning and systems thinking capabilities. White River Junction, VT: Chelsea Green. Mileti, D. S. (1999). Disasters by design: A reassessment of natural hazards in the United States. Washington, D.C.: Joseph Henry Press. Morin , E. (2008). On complexity. (R. Postel, Trans.) Cresskill, NJ: Hampton Press. Quarantelli, E. L. (2005). A social science research agenda for the disasters of the 21st century: Theoretical, methodological and empirical issues and their professional implementation. In R. W. Perry, & E. L. Quarantelli (Eds.), What is a disaster? New answers to old questions (pp. 325-397). Bloomington, IN: Xilbris. Segal, L. (2001). The dream of reality: Heinz von Foerster’s constructivism (2nd ed.). New York, NY: Springer. Snowden, D. (2008). What is Sense-making? Retrieved from Sterman, J. D. (2000). Business dynamics: Systems thinking and modeling for a complex world. New York, NY: McGraw-Hill. References